16 Chris Fussell You Quotes

Chris Fussell
” The 20th century was all about hierarchies: if you want to create something, if you want to start a country, create a product, whatever it is. Your goal is to create a highly efficient hierarchical model, scale it, because that’s what the competition’s doing. “


” The Defense Department is prone to all of the ‘traditional bureaucratic rules,’ which is the same thing you’ll find in most traditional government systems. “


” Special operations are small, highly specialized. They do amazing work when they’re put into the fight, but it’s a limited resource. And so if we become overly dependent on an organization that’s designed for a very specific mission and expect them to solve all problems around the world, you’re naturally going to overextend it. “


” As you move up a traditional, sort of bureaucratic structure, there’s a certain point at which you realize, ‘Well, I’m not really on the implementation or execution side – I’m not on the battlefield. I’m an operations person who’s overseeing multiple units that are out on the ground doing the job. “


” How often are you really realigning yourselves on strategy? And does it need to be faster, based on how quickly your market actually changes? The answer is usually yes. “


” If the most deeply interconnected individuals can exemplify the behaviors that your official top brass sets out, then the rest of the organization will follow suit. “


” The truth is that key influencers exist in all effective organizations, but a solid-line org chart won’t tell you where they are. “


” As I found while leading special operations forces in Iraq and Afghanistan, if the problem is interconnected, your organization must be, as well. “


” In the military, and in business, the most elite and effective teams I’ve seen or been part of are filled with individuals who take responsibility for their choices. Life is a series of decisions that you make and actions you take, not a series of things that happen to you. “


” By providing clear objectives for your team, and setting guardrails for how they get there, you will set them on the path to success. “


” As a leader, you sit at a different level of perspective from your team, either with line of sight higher and across the organization structure or connected at more senior levels with your clients and partners. “


” Before you can trust your team to make decisions better than you would have, you need to build their capability to connect the dots. “


” There is clearly risk associated with empowering your team to make more and faster decisions at a lowerlevel than was previously the norm. As you take your hands off the wheel, you need to be more vigilant and aware than ever about the decisions your team is making. “


” As a leader, you must consistently drive effective communication. Meetings must be deliberate and intentional – your organizational rhythm should value purpose over habit and effectiveness over efficiency. “


” It’s difficult to feel as though you are truly being effective at work. Many of us feel trapped in endless meetings, with barely any time to grab lunch, let alone do any work. Overarching strategies and key priorities seem completely divorced from the day-to-day tactics. “


” If you’re trying to stay productive, stop and think, ‘Are my meetings actually productive, or are we merely having meetings for meetings’ sake? “



All 16 Chris Fussell Quotes about You in picture


The 20th century was all about hierarchies: if you want to create something, if you want to start a country, create a product, whatever it is. Your goal is to create a highly efficient hierarchical model, scale it, because that
The Defense Department is prone to all of the


Special operations are small, highly specialized. They do amazing work when they
As you move up a traditional, sort of bureaucratic structure, there
How often are you really realigning yourselves on strategy? And does it need to be faster, based on how quickly your market actually changes? The answer is usually yes.
If the most deeply interconnected individuals can exemplify the behaviors that your official top brass sets out, then the rest of the organization will follow suit.
The truth is that key influencers exist in all effective organizations, but a solid-line org chart won
As I found while leading special operations forces in Iraq and Afghanistan, if the problem is interconnected, your organization must be, as well.
In the military, and in business, the most elite and effective teams I
By providing clear objectives for your team, and setting guardrails for how they get there, you will set them on the path to success.
As a leader, you sit at a different level of perspective from your team, either with line of sight higher and across the organization structure or connected at more senior levels with your clients and partners.
Before you can trust your team to make decisions better than you would have, you need to build their capability to connect the dots.
There is clearly risk associated with empowering your team to make more and faster decisions at a lowerlevel than was previously the norm. As you take your hands off the wheel, you need to be more vigilant and aware than ever about the decisions your team is making.
As a leader, you must consistently drive effective communication. Meetings must be deliberate and intentional - your organizational rhythm should value purpose over habit and effectiveness over efficiency.
It
If you
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